To prepare to meet greater competition resulting from the liberalisation and privatisation of Europe’s railway system, ICTRA’s Finance Department of the Belgian Railways Group undertook a process of transformation in collaboration with Deloitte Consulting Belgium. The case study that has now been published in collaboration with Vlerick Leuven Gent Management School outlines the transformation project and can inspire other ICT organisations seeking similar results.
In this video Professor Omar El Sawy and Professor Stijn Viaene explain how ICT can be a driver for business model innovation.
Web 2.0 has spawned household names such as Wikipedia, Facebook and MySpace, and offers companies a powerful tool fit for the new era of social networking. In particular, the technology maximizes the possibilities for staff to exchange and shape ideas online. But do managers try to control how staff use the system, or give employees the creative freedom to shape it themselves? A study by Steven De Hertogh, Stijn Viaene and Guido Dedene suggests the need for an evolving, bottom-up approach to stimulate the decentralized and democratic patterns of use that emerge spontaneously
In 2003, Rob Carter, CIO of international express courier FedEx, launched the 'Six by Six' (6x6) IT transformation program: a major rationalization and centralization effort to improve FedEx's IT service delivery to its business partners. This teaching case deals with the 6x6 efforts made by the IT department for Europe, Middle East, Indian sub-continent and Africa (EMEA). The case focuses on two objectives of the 6x6 program: (a) creating a consistent IT environment, and (b) increasing delivery bandwidth to the business.
Times of great turbulence open doors for those who are able and willing to lead. In 2009, we reported on a set of interviews with CIOs that had moved beyond mere cost-cutting rationale and were ready to bond with their C-level colleagues to address the strategic challenges that lay ahead. In follow-up CIO dinners, we aim to explore the issues and opportunities further. The CIO Dinner Sound Bites series provides a peek into what was brought to the table. The first three CIO dinners, organised in the second half of 2010, aimed at sharing experiences on the nature of the conversations that lead to great bonding at the top.
“How will companies create business benefits from business intelligence (BI) investments in the foreseeable future?” This was the central question in a research project conducted by Vlerick Management School, in association with SAS Institute and Enqio. By means of two separate focus group sessions, Vlerick researchers sounded out Chief Information Officers (CIOs) and BI Managers from various industries about the future of value creation from BI. In this article the authors synthesize what the participating CIOs and BI managers had on their minds when considering the future of value creation from Business Intelligence.
This case allows for an elaboration on the nature of competing on analytics, and an exploration of the Business Intelligence (BI) environment in support hereof. At the same time, the case enables a discussion about the often delicate balancing act of combining a need for enterprise-wide integration and standardization of a technology platform on the one hand, and on the other hand an idiosyncratic business-side demand for less constrained and more entrepreneurial use of technology for business generation.
Podcast IT & Business Process Management Listen to our podcast with topics in the management domain IT and Business Process Management. Learn more about trends in IT, Enterprise 2.0, IT tools developed by Vlerick researchers, business games and ...
It is an accepted fact that business and IT are not always on the same wavelength. However, a recent study by Vlerick Leuven Gent Management School and Deloitte shows that, in some companies, the crisis is compelling IT and business leaders and their staffs to team up with each other more effectively.